ethical decision making and planning assignment instructions

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7 Ways to Improve Your Ethical Decision-Making

• 03 Aug 2023

Effective decision-making is the cornerstone of any thriving business. According to a survey of 760 companies cited in the Harvard Business Review , decision effectiveness and financial results correlated at a 95 percent confidence level across countries, industries, and organization sizes.

Yet, making ethical decisions can be difficult in the workplace and often requires dealing with ambiguous situations.

If you want to become a more effective leader , here’s an overview of why ethical decision-making is important in business and how to be better at it.

Access your free e-book today.

The Importance of Ethical Decision-Making

Any management position involves decision-making .

“Even with formal systems in place, managers have a great deal of discretion in making decisions that affect employees,” says Harvard Business School Professor Nien-hê Hsieh in the online course Leadership, Ethics, and Corporate Accountability . “This is because many of the activities companies need to carry out are too complex to specify in advance.”

This is where ethical decision-making comes in. As a leader, your decisions influence your company’s culture, employees’ motivation and productivity, and business processes’ effectiveness.

It also impacts your organization’s reputation—in terms of how customers, partners, investors, and prospective employees perceive it—and long-term success.

With such a large portion of your company’s performance relying on your guidance, here are seven ways to improve your ethical decision-making.

1. Gain Clarity Around Personal Commitments

You may be familiar with the saying, “Know thyself.” The first step to including ethics in your decision-making process is defining your personal commitments.

To gain clarity around those, Hsieh recommends asking:

• What’s core to my identity? How do I perceive myself?
• What lines or boundaries will I not cross?
• What kind of life do I want to live?
• What type of leader do I want to be?

Once you better understand your core beliefs, values, and ideals, it’s easier to commit to ethical guidelines in the workplace. If you get stuck when making challenging decisions, revisit those questions for guidance.

2. Overcome Biases

A bias is a systematic, often unconscious inclination toward a belief, opinion, perspective, or decision. It influences how you perceive and interpret information, make judgments, and behave.

Bias is often based on:

• Personal experience
• Cultural background
• Social conditioning
• Individual preference

It exists in the workplace as well.

“Most of the time, people try to act fairly, but personal beliefs or attitudes—both conscious and subconscious—affect our ability to do so,” Hsieh says in Leadership, Ethics, and Corporate Accountability .

There are two types of bias:

• Explicit: A bias you’re aware of, such as ageism.
• Implicit: A bias that operates outside your awareness, such as cultural conditioning.

Whether explicit or implicit, you must overcome bias to make ethical, fair decisions.

Related: How to Overcome Stereotypes in Your Organization

3. Reflect on Past Decisions

The next step is reflecting on previous decisions.

“By understanding different kinds of bias and how they can show themselves in the workplace, we can reflect on past decisions, experiences, and emotions to help identify problem areas,” Hsieh says in the course.

Reflect on your decisions’ processes and the outcomes. Were they favorable? What would you do differently? Did bias affect them?

Through analyzing prior experiences, you can learn lessons that help guide your ethical decision-making.

4. Be Compassionate

Decisions requiring an ethical lens are often difficult, such as terminating an employee.

“Termination decisions are some of the hardest that managers will ever have to make,” Hsieh says in Leadership, Ethics, and Corporate Accountability . “These decisions affect real people with whom we often work every day and who are likely to depend on their job for their livelihood.”

Such decisions require a compassionate approach. Try imagining yourself in the other person’s shoes, and think about what you would want to hear. Doing so allows you to approach decision-making with more empathy.

5. Focus on Fairness

Being “fair” in the workplace is often ambiguous, but it’s vital to ethical decision-making.

“Fairness is not only an ethical response to power asymmetries in the work environment,” Hsieh says in Leadership, Ethics, and Corporate Accountability . “Fairness–and having a successful organizational culture–can benefit the organization economically and legally as well.”

It’s particularly important to consider fairness in the context of your employees. According to Leadership, Ethics, and Corporate Accountability , operationalizing fairness in employment relationships requires:

• Legitimate expectations: Expectations stemming from a promise or regular practice that employees can anticipate and rely on.
• Procedural fairness: Concern with whether decisions are made and carried out impartially, consistently, and transparently.
• Distributive fairness: The fair allocation of opportunities, benefits, and burdens based on employees’ efforts or contributions.

Keeping these aspects of fairness in mind can be the difference between a harmonious team and an employment lawsuit. When in doubt, ask yourself: “If I or someone I loved was at the receiving end of this decision, what would I consider ‘fair’?”

6. Take an Individualized Approach

Not every employee is the same. Your relationships with team members, managers, and organizational leaders differ based on factors like context and personality types.

“Given the personal nature of employment relationships, your judgment and actions in these areas will often require adjustment according to each specific situation,” Hsieh explains in Leadership, Ethics, and Corporate Accountability .

One way to achieve this is by tailoring your decision-making based on employees’ values and beliefs. For example, if a colleague expresses concerns about a project’s environmental impact, explore eco-friendly approaches that align with their values.

Another way you can customize your ethical decision-making is by accommodating employees’ cultural differences. Doing so can foster a more inclusive work environment and boost your team’s performance .

7. Accept Feedback

Ethical decision-making is susceptible to gray areas and often met with dissent, so it’s critical to be approachable and open to feedback .

The benefits of receiving feedback include:

• Learning from mistakes.
• Having more opportunities to exhibit compassion, fairness, and transparency.
• Identifying blind spots you weren’t aware of.
• Bringing your team into the decision-making process.

While such conversations can be uncomfortable, don’t avoid them. Accepting feedback will not only make you a more effective leader but also help your employees gain a voice in the workplace.

Ethical Decision-Making Is a Continuous Learning Process

Ethical decision-making doesn’t come with right or wrong answers—it’s a continuous learning process.

“There often is no right answer, only imperfect solutions to difficult problems,” Hsieh says. “But even without a single ‘right’ answer, making thoughtful, ethical decisions can make a major difference in the lives of your employees and colleagues.”

By taking an online course, such as Leadership, Ethics, and Corporate Accountability , you can develop the frameworks and tools to make effective decisions that benefit all aspects of your business.

Ready to improve your ethical decision-making? Enroll in Leadership, Ethics, and Corporate Accountability —one of our online leadership and management courses —and download our free e-book on how to become a more effective leader.

About the Author

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• The PLUS Ethical Decision Making Model

Seven Steps to Ethical Decision Making –  Step 1: Define the problem  (consult  PLUS filters ) –  Step 2: Seek out relevant assistance, guidance and support  –  Step 3: Identify alternatives –  Step 4: Evaluate the alternatives  (consult  PLUS filters ) –  Step 5: Make the decision –  Step 6: Implement the decision –  Step 7: Evaluate the decision  (consult  PLUS filters )

Introduction Organizations struggle to develop a simple set of guidelines that makes it easier for individual employees, regardless of position or level, to be confident that his/her decisions meet all of the competing standards for effective and ethical decision-making used by the organization. Such a model must take into account two realities:

• Every employee is called upon to make decisions in the normal course of doing his/her job. Organizations cannot function effectively if employees are not empowered to make decisions consistent with their positions and responsibilities.
• For the decision maker to be confident in the decision’s soundness, every decision should be tested against the organization’s policies and values, applicable laws and regulations as well as the individual employee’s definition of what is right, fair, good and acceptable.

The decision making process described below has been carefully constructed to be:

• Fundamentally sound based on current theories and understandings of both decision-making processes and ethics.
• Simple and straightforward enough to be easily integrated into every employee’s thought processes.
• Descriptive (detailing how ethical decision are made naturally) rather than prescriptive (defining unnatural ways of making choices).

Why do organizations need ethical decision making? See our special edition case study, #RespectAtWork, to find out.

First, explore the difference between what you expect and/or desire and the current reality. By defining the problem in terms of outcomes, you can clearly state the problem.

Consider this example: Tenants at an older office building are complaining that their employees are getting angry and frustrated because there is always a long delay getting an elevator to the lobby at rush hour. Many possible solutions exist, and all are predicated on a particular understanding the problem:

• Flexible hours – so all the tenants’ employees are not at the elevators at the same time.
• Faster elevators – so each elevator can carry more people in a given time period.
• Bigger elevators – so each elevator can carry more people per trip.
• Elevator banks – so each elevator only stops on certain floors, increasing efficiency.
• Better elevator controls – so each elevator is used more efficiently.
• More elevators – so that overall carrying capacity can be increased.
• Improved elevator maintenance – so each elevator is more efficient.
• Encourage employees to use the stairs – so fewer people use the elevators.

The real-life decision makers defined the problem as “people complaining about having to wait.” Their solution was to make the wait less frustrating by piping music into the elevator lobbies. The complaints stopped. There is no way that the eventual solution could have been reached if, for example, the problem had been defined as “too few elevators.”

How you define the problem determines where you go to look for alternatives/solutions– so define the problem carefully.

Step 2: Seek out relevant assistance, guidance and support

Once the problem is defined, it is critical to search out resources that may be of assistance in making the decision. Resources can include people (i.e., a mentor, coworkers, external colleagues, or friends and family) as well professional guidelines and organizational policies and codes. Such resources are critical for determining parameters, generating solutions, clarifying priorities and providing support, both while implementing the solution and dealing with the repercussions of the solution.

Step 3: Identify available alternative solutions to the problem The key to this step is to not limit yourself to obvious alternatives or merely what has worked in the past. Be open to new and better alternatives. Consider as many as solutions as possible — five or more in most cases, three at the barest minimum. This gets away from the trap of seeing “both sides of the situation” and limiting one’s alternatives to two opposing choices (i.e., either this or that).

Step 4: Evaluate the identified alternatives As you evaluate each alternative, identify the likely positive and negative consequence of each. It is unusual to find one alternative that would completely resolve the problem and is significantly better than all others. As you consider positive and negative consequences, you must be careful to differentiate between what you know for a fact and what you believe might be the case. Consulting resources, including written guidelines and standards, can help you ascertain which consequences are of greater (and lesser) import.

You should think through not just what results each alternative could yield, but the likelihood it is that such impact will occur. You will only have all the facts in simple cases. It is reasonable and usually even necessary to supplement the facts you have with realistic assumptions and informed beliefs. Nonetheless, keep in mind that the more the evaluation is fact-based, the more confident you can be that the expected outcome will occur. Knowing the ratio of fact-based evaluation versus non-fact-based evaluation allows you to gauge how confident you can be in the proposed impact of each alternative.

Step 5: Make the decision When acting alone, this is the natural next step after selecting the best alternative. When you are working in a team environment, this is where a proposal is made to the team, complete with a clear definition of the problem, a clear list of the alternatives that were considered and a clear rationale for the proposed solution.

Step 6: Implement the decision While this might seem obvious, it is necessary to make the point that deciding on the best alternative is not the same as doing something. The action itself is the first real, tangible step in changing the situation. It is not enough to think about it or talk about it or even decide to do it. A decision only counts when it is implemented. As Lou Gerstner (former CEO of IBM) said, “There are no more prizes for predicting rain. There are only prizes for building arks.”

Step 7: Evaluate the decision Every decision is intended to fix a problem. The final test of any decision is whether or not the problem was fixed. Did it go away? Did it change appreciably? Is it better now, or worse, or the same? What new problems did the solution create?

Ethics Filters

The ethical component of the decision making process takes the form of a set of “filters.” Their purpose is to surface the ethics considerations and implications of the decision at hand. When decisions are classified as being “business” decisions (rather than “ethics” issues), values can quickly be left out of consideration and ethical lapses can occur.

At key steps in the process, you should stop and work through these filters, ensuring that the ethics issues imbedded in the decision are given consideration.

We group the considerations into the mnemonic PLUS.

• P  = Policies Is it consistent with my organization’s policies, procedures and guidelines?
• L = Legal Is it acceptable under the applicable laws and regulations?
• U  = Universal Does it conform to the universal principles/values my organization has adopted?
• S = Self Does it satisfy my personal definition of right, good and fair?

The PLUS filters work as an integral part of steps 1, 4 and 7 of the decision-making process. The decision maker applies the four PLUS filters to determine if the ethical component(s) of the decision are being surfaced/addressed/satisfied.

• Does the existing situation violate any of the PLUS considerations?
• Step 2:   Seek out relevant assistance, guidance and support
• Step 3: Identify available alternative solutions to the problem
• Will the alternative I am considering resolve the PLUS violations?
• Will the alternative being considered create any new PLUS considerations?
• Are the ethical trade-offs acceptable?
• Step 5: Make the decision
• Step 6: Implement the decision
• Does the resultant situation resolve the earlier PLUS considerations?
• Are there any new PLUS considerations to be addressed?

The PLUS filters do not guarantee an ethically-sound decision. They merely ensure that the ethics components of the situation will be surfaced so that they might be considered.

How Organizations Can Support Ethical Decision-Making  Organizations empower employees with the knowledge and tools they need to make ethical decisions by

• Intentionally and regularly communicating to all employees:
• Organizational policies and procedures as they apply to the common workplace ethics issues.
• Applicable laws and regulations.
• Agreed-upon set of “universal” values (i.e., Empathy, Patience, Integrity, Courage [EPIC]).
• Providing a formal mechanism (i.e., a code and a helpline, giving employees access to a definitive interpretation of the policies, laws and universal values when they need additional guidance before making a decision).
• Free Ethics & Compliance Toolkit
• Ethics and Compliance Glossary
• Definitions of Values
• Why Have a Code of Conduct?
• Code Construction and Content
• Common Code Provisions
• Ten Style Tips for Writing an Effective Code of Conduct
• Five Keys to Reducing Ethics and Compliance Risk
• Business Ethics & Compliance Timeline

Create an Ethical Decision Making Framework for Your Organization

• Markkula Center for Applied Ethics
• Focus Areas
• Leadership Ethics
• Leadership Ethics Resources
• Benison: The Practice of Ethical Leadership

Good ethical design makes it easier to do the right thing.

Ann Skeet is the senior director of Leadership Ethics at the Markkula Center for Applied Ethics.  Views are her own.

Philosophers and ethicists were consulted when the Markkula Center for Applied Ethics developed its framework for ethical decision-making .  I propose an additional source of standards for ethical decision-making that helps individuals and organizations make ethical choices:  an organization’s mission statement.

One of the most underutilized assets in many organizations is the mission statement.  It might not exist at all, or if it does, rarely be referenced.  Missions are statements of purpose, a reason for being in existence.  Some stand alone and others are accompanied by vision and values statements—aspirations for the future and beliefs that guide the work being done.  Any of these foundational organizational documents can provide a source for ethical standards, in addition to those offered in the Ethics Center’s framework.

Why should this additional source be considered?

To begin with, mission defines success. Within the mission is a goal of some sort, a way to explain what is being done and why.  But especially important are the clues that are offered about how an organization does something, and this aspect typically encompasses or expresses values.  People in organizations with a clear, well-known mission can use it as one assessment of value alignment—do my personal values and the organization's line up? But even more importantly, they can use it to make decisions. 

When decisions can be made quickly and consistently in organizations, strategy execution is better.  This is simple and true. Taking a mission statement and changing it into a question or set of questions, as we do with the other philosophical approaches in the Ethics Center’s framework, provides one additional standard for determining what constitutes an ethical action in that organization.  Values and vision statements offer other ways to consider additional standards.

I call this the Mission Approach.  Mission matters.  Companies that invest up front in their values and mission often cite that as some of the most important work they have done; current large enterprises that are household names today—like Google and Facebook—did just that in their early days.  This was so clearly expressed by Jeff Weiner, LinkedIn CEO, upon the acquisition of his company by Microsoft.  In his letter to employees he wrote:

Ten years ago, had you asked me about culture and values I would have rolled my eyes and recited a line from Dilbert. But when I started as CEO I began to appreciate just how important they were. Culture and values provide the foundation upon which everything else is built. They are arguably our most important competitive advantage, and something that has grown to define us. It's one thing to change the world. It's another to do it in our own unique way: Members first. Relationships matter. Be open, honest and constructive. Demand excellence. Take intelligent risks. Act like an owner.

That's who we are. That's LinkedIn.

I propose that at LinkedIn, in addition to the questions philosophers have posed over the ages, employees can use these questions to guide their thinking about ethical actions:

• Does this option keep our members as a priority?
• Does this option reinforce existing relationships?
• Does this option foster open, honest, and constructive communication?
• Does this option meet our standards for excellence?
• Is this option a worthwhile risk?
• Am I acting like an owner when I take this option?

That Weiner chose to share this reflection as his organization was being acquired is not insignificant.  It brings me to the other name I give to this approach, which is the Systems Integration Approach.  What does that mean (and couldn’t I just pick one name? Short answer, no.)

Beyond a framework for ethical decision-making, mission is also a framework for ethical system design, which is an attempt to bring behavioral science into organizational life to set up ways of working that aid people in behaving ethically.  Good ethical design makes it easier to do the right thing. 

Take the same questions developed to assess whether an option is ethical for a certain organization, like the list I developed above using LinkedIn’s mission, and use them as standards across the organization in all the functional areas that exist, such as human resources, sales, marketing, finance, and engineering.  I liken this application to the way Michael Porter offered his competitive strategy wheel for organizations to check for strategic alignment across functions.  Each part of the organization can ask if the product they are designing or the sales incentive plan they are implementing by way of examples, would hold up to these standards, derived from the company’s own mission.

We are in a time when societal norms are shifting quickly and dramatically, altering our understanding of what is considered acceptable, ethical behavior.  And we are in a time when the accounts of executive missteps, fraud and other abuses of power are rampant.  As organizations grow increasingly complex across industries and nations, there is much written and discussed about how hard it is to set and hold behavioral norms in global enterprises.  I propose that it does not have to be so hard.  It can be simpler.  Mission matters.

Related Articles

How the U.S. Constitution Can Help Resolve Ethical Dilemmas

Matt Lauer is a Litmus Test for Every Workplace

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Ethical Decision Making: A Step-by-Step Guide

False memory: What is false memory?

Ethical decision making is analyzing a situation and applying a moral principle to determine the best course of action. The process can be used in various positions, from everyday decisions to complex legal and business issues. Ethical decision making is an essential skill for all individuals. Still, it is necessary for those in leadership positions or those responsible for making decisions that affect the lives of others.

The process of ethical decision making begins with identifying the moral issue or dilemma. It involves looking at the facts of the situation, considering the various stakeholders involved, and analyzing the possible consequences of multiple courses of action. Considering the ethical principles that apply to the case and the decision’s potential implications is essential.

Once the ethical issue has been identified, the next step is to evaluate the various courses of action available. It involves looking at each possible activity’s potential costs and benefits and considering the ethical principles that apply to the situation. It is essential to view all available options , even if some may seem more difficult or uncomfortable.

The final step in ethical decision making is deciding on the best course of action. This decision should be based on the information gathered and analyzed during the process. Once the best course of action has been determined, it is essential to take the necessary steps to ensure it is implemented.

Ethical decision making is an essential skill that all individuals should strive to develop. It is important to remember that decisions made with ethical principles will often lead to better outcomes than those made without considering the ethical implications. By becoming familiar with the process of ethical decision making, individuals can make better choices and help to create a better world.

Table of Contents

Definition of Ethical Decision Making

Ethical decision making is a process of evaluating and deciding on a course of action that is consistent with ethical principles and values. It involves considering the pros and cons of different options and making decisions that will benefit the stakeholders involved. It also consists of assessing an action’s potential consequences and the impact it may have on others.

Benefits of Ethically Making Decisions

• Increased trust in the organization: Making ethical decisions builds trust amongst employees, customers, and other stakeholders, as they can be confident that the company is committed to doing the right thing.
• Improved reputation: Companies that make ethical decisions are often viewed more favorably than those that do not, leading to an improved public image and increased brand loyalty.
• Improved employee morale: Employees who know that their company is committed to making ethical decisions can be more satisfied and motivated in their work, as they can be confident that their efforts are contributing to something meaningful.
• Increased profits: Companies that prioritize ethical decision making are often rewarded with higher investment yields and returns.
• Better legal protection: Companies that make ethical decisions are less likely to face legal or regulatory issues, which can help protect them from costly fines or penalties.
• Increased customer satisfaction: Customers who know that the company they are dealing with is committed to ethical decision making are likely to be more satisfied with their purchase, leading to increased loyalty and repeat purchases.
• Increased innovation: Companies that make ethical decisions are often more willing to take risks and try new things, leading to increased creativity and innovation.
• More sustainable operations: Companies that prioritize are likely to be more mindful of the environment, leading to more sustainable processes and better long-term outcomes.
• Improved relationships with suppliers and partners: Companies that prioritize ethical decision making can build strong relationships with their suppliers and partners, as they can trust each other to do the right thing.
• Access to better talent: Companies that prioritize are often more attractive to potential hires, as they can be confident that they are joining a company that values doing the right thing.

Steps in Ethical Decision Making

• Identify the issue: Clearly define the ethical issue that needs to be addressed.
• Gather information: Research the situation to understand the specific ethical problem better.
• Identify all stakeholders: Identify everyone affected by or interested in the ethical dilemma.
• Identify ethical alternatives: Research and brainstorm potential solutions to the moral problem.
• Weigh the consequences: Evaluate the potential effects of each ethical alternative.
• Make a decision: Choose the ethical alternative that best fits your values and has the most favorable outcome.
• Implement the solution: Take action and implement the chosen ethical solution.
• Evaluate the outcome: Monitor the results of the ethical decision to determine if it was successful.
• Reflect and learn: Reflect on the ethical decision-making process and learn from the experience.

Collect and Analyze the Facts

The first step in ethical decision making is to collect and analyze the facts. It involves gathering information from various sources and looking at the situation from multiple perspectives. It is essential to consider all relevant facts and views before deciding. It includes gathering information from stakeholders, researching applicable laws and regulations, and examining the ethical implications of different courses of action.

• Identify Stakeholders: The next step is to identify all stakeholders involved. It includes everyone who might be affected by the decision, such as customers, employees, shareholders, suppliers, and the community at large. Consider the potential impact the decision might have on each stakeholder.
• Weigh the Options: Once all relevant facts and stakeholders have been identified, it is time to weigh the options. It involves carefully considering each possible course of action’s pros and cons and evaluating which will result in the most ethical outcome.
• Make the Decision: The final step in the process is to make the decision. It involves committing to a course of action and determining how to implement it. It is essential to consider the decision’s potential impact on all stakeholders and any legal or ethical implications.
• Follow Through: Once the decision has been made, it is essential to follow through. It includes taking the necessary steps to ensure that the decision is implemented promptly and effectively. It is also crucial to monitor the results of the decision and make any necessary adjustments.
• Review and Reflect: The last step in ethical decision making is to review and reflect. It involves taking the time to look back on the decision-making process and reflecting on what worked and what could have been done differently. It allows us to learn from our mistakes and improve our decision-making in the future.

We can ensure that ethical decisions are made most responsibly by following these steps collecting and analyzing facts, identifying stakeholders, weighing the options, deciding, following through, and reviewing and reflecting.

Identify Stakeholders

Ethical decision-making stakeholders can include any group affected by the decision being made. Examples of stakeholders include employees, shareholders, customers, suppliers, regulators, and the local community. Each stakeholder has different interests and needs that should be considered when making an ethical decision. It is essential to ensure that all stakeholders are included in the decision-making process, as their input can help ensure that the decision is ethical and beneficial to all involved.

Weigh the Consequences

The process of ethical decision making involves weighing the consequences of each action and course of action. It means that when faced with a moral dilemma, one must consider the potential outcomes of each decision before making a final choice. This process involves taking into account the immediate effects of the decision and the long-term implications for all stakeholders. This process requires an individual to consider each decision’s potential cost and benefit and its impact on the greater good . It is essential to view the potential harm caused by a decision and the possible use that could be realized. The process of weighing the consequences of a decision is a difficult one. Still, it is essential to making an ethical decision.

Consider the Alternatives

When making ethical decisions, it is essential to consider all available alternatives. Alternatives should be evaluated on their potential to promote the common good, respect human dignity, and promote justice. When considering possible choices, it is essential to weigh the consequences of each option and the potential impact it could have on those affected. For example, suppose a company is considering cutting costs. In that case, it is essential to consider its potential impact on employees, customers, and other stakeholders. Additionally, it is necessary to consider the possible environmental effects of any decisions.

It is also essential to consider the ethical obligations of the decision-maker. Ethical decision-making requires that a person feel their values and principles and how they may be affected by their decisions. It requires a deeper level of reflection and an understanding that all ethical decisions have a ripple effect on society.

Finally, it is essential to consider the potential legal consequences of any decision. Even if a decision is ethical, it may still be illegal or violate specific regulations. It is essential to make sure that any decisions comply with applicable laws and regulations.

In summary, when making ethical decisions, it is essential to consider all available alternatives and evaluate their potential to promote the common good , respect human dignity, and promote justice. Additionally, it is necessary to consider the ethical obligations of the decision-maker and the potential legal consequences of any decision.

Reach a Decision

The process of ethical decision making involves several steps. First, identify the moral problem or dilemma. Consider the ethical implications of the decision and its potential consequences. Gather relevant information and research the facts. Analyze the situation to determine what values conflict. Consider the perspectives of all parties involved. Identify possible solutions and evaluate each one. Choose the solution that best serves the interests of all parties and is consistent with the values and principles you identified. Explain your decision and the reasons behind it. Finally, communicate your decision and the rationale for it to all those affected by it.

Examples of Top 10 Ethical Decision Making

• The Five-Step Process for Making Ethical Decisions: https://www.scu.edu /ethics/focus-areas/decision-making/five-step-process/
• Ethical Decision Making: A Process Guide: https://www.scu.edu /ethics/focus-areas/decision-making/ethical-decision-making-a-process-guide/
• Making Ethical Decisions: https://ethics.org/ making-ethical-decisions/
• Making Ethical Decisions: A Guide for Managers: https://hbr.org /2008/02/making-ethical-decisions-a-guide-for-managers
• Ethical Decision Making Toolkit: https://www.ethics.org /ethical-decision-making-toolkit/
• Making Ethical Decisions in the Workplace: https://www.focalpointcoaching.com /blog/how-to-make-ethical-decisions-in-the-workplace
• Making Ethical Decisions: https://www.apa.org /ethics/decision-making/making-ethical-decisions
• A Guide to Making Ethical Decisions: https://www.ethicalsystems.org /content/a-guide-to-making-ethical-decisions
• Ethical Decision-Making: https://www.apa.org /ed/precollege/ptn/2020/02/ethical-decision-making
• Ethical Decision Making: https://www.diversitymeansbusiness.org /resources/ethical-decision-making/

Ethical decision making involves considering the ethical implications of a decision before acting on it. It consists of understanding and applying ethical behavior principles, such as fairness, respect, and honesty. It also involves assessing the potential consequences of the decision and understanding the implications for stakeholders affected by it. It requires considering the perspectives of different stakeholders, including individuals, organizations, and society. It also requires considering the legal and moral implications of the decision. Finally, It requires individuals to learn from their experiences and make decisions that are in the best interests of everyone involved.

Key Takeaways

• Consider the Consequences: Before making an ethical decision, it is essential to consider the potential consequences of your decision. Think through the likely outcomes of your decision, both positive and negative, and consider how they may impact those involved.
• Analyze the Situation: Take the time to review the facts and circumstances related to the ethical dilemma. Evaluate the situation from multiple angles and consider how the decision may affect different stakeholders.
• Seek Advice: Consult with trusted colleagues or ethics professionals to gain additional insight and clarity. Different perspectives help you make a more informed choice.
• Stay True to Your Values: Ultimately, you must make the decision that best aligns with your values and beliefs. Consider your choices and decisions so you can stand behind them in the long term.
• Document Your Decision: Once you have made an ethical decision, document your choice and its rationale. It will help to ensure that your decision is transparent and defensible.

Ethical decision making involves making decisions based on values such as integrity, respect for human rights , fairness, and social responsibility. To make ethical decisions, individuals must use critical thinking to weigh the various options available and consider the potential consequences of each. It is important to remember that is not a one-size-fits-all approach, as each situation is unique and requires careful consideration. Ultimately, It requires that individuals consider the implications of their decisions on all stakeholders involved and make decisions that are in the best interest of all parties involved.

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Ethical Decision-Making

In this module, we provide some guiding principles, and pathways to help guide ethical decision-making. These are a series of basic questions that should be asked when confronted with ethical dilemmas. These are often complex situations with no clear-cut resolution, and without a right or wrong answer. But these decision-making processes will go a long way towards helping all of us make informed decisions that can justify consequent actions.

Ethica l Reasoning Can Be Taught: Ethical reasoning is a way of thinking about issues of right and wrong. Processes of reasoning can be taught, and school is an appropriate place to teach them. the reason that, although parents and religious schools may teach ethics, they don ot always teach ethical reasoning. See the article by: Sternberg, Robert J. Teaching for Ethical Reasoning in Liberal Education. Liberal Education 96.3 (2010): 32-37.

And, like learning to play baseball or play the violin, it's important to practice early and often. So, let's get started:

Beneficence

Beneficence is the concept that scientific research should have as a goal the welfare of society. It is rooted in medical research, the central tenet is "do no harm" (and corollaries remove harm, prevent harm, optimize benefits, "do good"). For a more expansive introduction to beneficence, see the essay on The Principles of Beneficence in Applied Ethics from the Stanford Encyclopedia of Philosophy. Some simple guiding questions in applying the concept of beneficence to ethical dilemmas include:

• Who benefits?
• Who are the stakeholders?
• Who are the decision-makers?
• Who is impacted?
• What are the risks?

Take a look at the video on Causing Harm --"Causing harm explores the different types of harm that may be caused to people or groups and the potential reasons we may have for justifying these harms." From "Ethics Unwrapped", McCombs School of Business, University of Texas-Austin.

A 7-STep Guide to Ethical Decision-Making

The following is a summary of: Seven-step guide to ethical decision-making (Davis, M. (1999) Ethics and the university, New York: Routledge, p. 166-167.

• For example, "there's something about this decision that makes me uncomfortable" or "do I have a conflict of interest?".
• Many problems disappear upon closer examination of the situation, while others change radically.
• For example, persons involved, laws, professional codes, other practical constraints
• Identify relevant factors (internal and external).
• Be imaginative, try to avoid "dilemma"; not "yes" or" no" but whom to go to, what to say.
• harm test : Does this option do less harm than the alternatives?
• publicity test : Would I want my choice of this option published in the newspaper?
• defensibility test : Could I defend my choice of this option before a congressional committee or committee of peers?
• reversibility test : Would I still think this option was a good choice if I were adversely affected by it?
• colleague test : What do my colleagues say when I describe my problem and suggest this option as my solution?
• professional test : What might my profession's governing body for ethics say about this option?
• organization test : What does my company's ethics officer or legal counsel say about this?
• Make a choice based on steps 1-5.
• Are there any cautions you can take as an individual (and announce your policy on question, job change, etc.)?
• Is there any way to have more support next time?
• Is there any way to change the organization (for example, suggest policy change at next departmental meeting)?

A Seven Step Process for Making Ethical Decisions --An example from the "Orientation to Energy and Sustainability Policy" course at Penn State.

A related guide to ethical decision making can be found at Kansas University Iinternatinoal Center for Ethics in Business .

Additional Approaches to Ethical Decision Making

• Trust, respect, disagreement without personal attacks
• Being judgmental vs. making a judgment
• Emphasize process vs. conclusion
• Uncertainty is OK
• Description then prescription

Teaching Activity: GeoEthics Forums--The Grey Side of Green (a guide for ethics decision making)

Daniel Vallero also addressed ethical decision making in his presentation at the 2014 Teaching GeoEthics workshop, and defines this 6-step approach to ethical decision making:

State or define the problem/issue Gather information ("facts") from all sides Delineate all possible resolutions. Apply different values, rules, principles, regulations to the different options. Resolve conflicts among values, rules, etc. Make a decision and act.

The Markkula Center for Applied Ethics, Santa Clara University provides additional context and advice for ethical decision-making. They have identified five sources of ethical standards (the utilitarian approach, the rights approach, the fairness or justice approach, the common good approach, and the virtue approach.Their framework for Ethical Decision making includes: Recognize the Ethical Issue, Get the Facts, Evaluate Alternative Actions, Make a Decision and Test it, Act and Reflect on the Outcome.

Reviews of the literature on ethical decision-making can be found at:

• O'Fallon, M.J., and Butterfield, K.D., 2005, A Review of the Empirical Ethical Decision-Making Literature: 1996-2003 , Journal of Business Ethics vol 59 #4, p. 375-413; https://doi.org/10.1007/s10551-005-2929-7
• Robert C. Ford and Woodrow D. Richardson (2013) Ethical Decision Making: A Review of the Empirical Literature , In: Michalos A., Poff D. (eds) Citation Classics from the Journal of Business Ethics. Advances in Business Ethics Research (A Journal of Business Ethics Book Series), vol 2. Springer, Dordrecht
• Cottone, R. R. and Claus, R. E. (2000), Ethical Decision‐Making Models: A Review of the Literature. Journal of Counseling & Development, 78: 275-283. doi: 10.1002/j.1556-6676.2000.tb01908.x

The American Counseling Association has published their A Practitioner's Guide to Ethical Decision Making (Acrobat (PDF) 20kB Jun18 18) (1995) authored by Holly Forester-Miller, Ph.D. and Thomas Davis, Ph.D.

Assessment of Ethical Reasoning, Values, Moral Thinking

• Assessment--Measuring Students' Moral Development -- from the Illinois Institute of Technology, Center for the Study of Ethics in the Professions (suggestions on types of graded assignments, advice on grading assignments, assessment of program effectiveness, and a bibliography)
• Assessment and Evaluation -- from the National Academy of Engineering, Online Ethics Center for Engineering and Science; -- recommended criteria and rubrics for assessing student learning and an annotated bibliography!
• Ethical Reasoning Value Rubric -- from the Association of American Colleges and Universities
• Ethics Assessment Rubric -- from the University of Minnesota-Duluth, School of Business
• Ethical Reasoning in Action: Validity Evidence for the Ethical Reasoning Identification Test (ERIT) --Smith, K., Fulcher, K. & Sanchez, E.H. J Bus Ethics (2015). doi:10.1007/s10551-015-2841-8
• Carpenter, D. D., Harding, T. S., Finelli, C. J., & Passow, H. J. (2004). Does academic dishonesty relate to unethical behavior in professional practice? An exploratory study. Science and Engineering Ethics, 10 (2), 311"324.
• Additional insights about mastery of ethical decision-making can be found at ETH2228 - SECTION 6: BEST PRACTICE MODELS OF ETHICAL DECISION MAKING from YourCEUS.com, Continuing Education for Social Workers.

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Resources: Discussions and Assignments

Module 5 assignment: your decision-making process, preparation.

The Decision Making module of your text provided numerous decision tools and methods to use during the decision process. In this assignment, you will draw upon your personal decision-making experience. As you learned in the module, people make decisions with our biases and preferred styles in play. You will describe your decision, what choices were involved, how you made your decision, and what the outcome was, relating your process to the rational decision-making process described in the text. The following steps will help you prepare for your written assignment:

• Carefully consider the tools and methods described in the reading to assist with Management Decision Making.
• Think of a decision you have made or been involved in making. This could be a personal decision or a work-related decision.

Outline your decision process as it relates to the six steps of the rational decision-making process described in the text:

• Step 1. Identify the Problem
• Step 2. Establish Decision Criteria
• Step 3. Weigh Decision Criteria
• Step 4. Generate Alternatives
• Step 5. Evaluate Alternatives
• Step 6. Select the Best Alternative

For example, if you’re writing about your decision to adopt a pet, the problem you identify in Step 1 might be that you were lonely in your apartment at night, and you’d always wanted to rescue a dog. In Step 2, you could describe the decision criteria you used to select a dog: your apartment only allows dogs under 25 pounds, you wanted a dog with short hair for easier cleanup, you would only travel to a rescue facility within 50 miles of your house, and so on. If you skipped any of the steps above, note that. Include this outline in your written assignment submission.

Write a two-paragraph essay describing your decision process (as outlined above), including its strengths and weaknesses. Your essay must include at least two properly described and referenced decision methods or styles from the text. For example, if your decision was impeded by bias, describe if it was confirmation bias, anchoring, or some other kind of bias. Answer and address these questions:

• What is your preferred decision-making style?
• How does your style work for you? Are you always satisfied with your decisions?
• What method from the text would you consider for your future decision making?
• How important is decision making in the role of a business leader? Provide an example.

In addition to the text, you are encouraged to research decision-making methods using reliable and properly cited Internet resources. You may also draw from your personal experience with appropriate examples to support your references.

• Assignment: Your Decision-Making Process. Authored by : Betty Fitte and Lumen Learning. License : CC BY: Attribution